ALL-AROUND CAPABILITIES, ALL AROUND THE WORLD
OCTOBER 2010
IN THIS ISSUE
What’s New In Birmingham?
3
Century Circle:
Universal Warehouse
Improves Customer
Satisfaction
These are exciting times for “K” Line in Birmingham, Alabama.
4
Century Circle:
Century Richmond
Welcomes Back
Bill McGough
5
Air Cargo Update:
The Obama Administration’s
Export Control Reform
Announcement
6
My Kind of Town,
Chicago Is
7
Customs Corner:
Global Customs
Requirements Continue
to Increase
8
“K” Line Canada Ltd
Receives Blue Circle Award
9
“Visiting Author”
My Aunt’s Gift
This hub, in the center of the state
and about halfway between Memphis and
Atlanta, has never been a big container
market for “K” Line. That should be
changing now that Norfolk Southern
(NS) and Union Pacific (UP) have
teamed to develop a rail product serving
Birmingham off the West Coast.
Lines that contract with Burlington
Northern Santa Fe Railway (BNSF) have
dominated the Birmingham market for
years as BNSF had exclusive rail access off
the West Coast. However, as soon as UP
and NS began operating their Meridian
Speedway product shortening the
distance between Atlanta and the West
Coast, “K” Line was negotiating with
them to include Birmingham in this
service as well. Birmingham lies directly
(continued on page 2)
10
The Incredible Voyage
11
KAM Marine Operations
The NS Birmingham ramp.
From the Desk of Mr. Takashi (Sam) Saeki
12
20th Anniversaries
Across KAM
14
SAL Training for Sales;
Weddings
15
The Wellness Corner:
Know Your Numbers
16
Baby Greetings;
Milestone Anniversaries;
Welcome Aboard;
Equal Employment
Opportunity Policy
™
Overview of 1st Half 2010
On September 30th, “K” Line closed the first half of this fiscal year, and an official
financial report will be published before the end of October. Our results for the first half are
looking great for both the containership business sector and the company as a whole. This is an
amazing recovery from the disastrous FY 2009 results. Good lifting results associated with the
rate recovery in our containership sector across all trade lanes made this miracle happen. After
Takashi (Sam) Saeki
the severe financial and economic crisis of 2008, all containership carriers without exception
had no choice but to deploy drastic measures including laying-up an excess capacity of vessels, conservation steaming,
organizational restructuring for expense reductions, and many more such measures – just to survive. Noteworthy,
conservation steaming extended equipment turn times which, coupled with carriers providing less capacity, generated
many challenges for our industry. Meanwhile, while the economy of the USA and Canada
(continued on page 2)
®
Promoting the team spirit for all colleagues within “K” Line America, Inc.; “K” Line Total Logistics ;
Century Distribution Systems, Inc.; “K” Line Canada Ltd.; “K” Line Logistics (U.S.A.) Inc.; and “K” Line New York.
From the Desk of Mr. Takashi (Sam) Saeki
(continued from page 1)
had not yet recovered, we still experienced
a surge in cargo to normalize the level of
inventory being held by retailers which had
been at lower levels since the financial crisis of
2008. With these elements in place, the demand
and supply situation for most container trade
lanes during the first half of the current FY
turned into a much tighter scenario than
anyone anticipated. In order to meet such
strong space requirements at the time, carriers
began to return laid-up ships back into service
week by week, and presently very limited
tonnage remains idle.
Outlook for 2nd Half 2010
Our second half of this fiscal year
(October/10 – March/11) is not being projected
to be as bright as the first half with regard to
demand and supply. Even during the 1st
Half, carriers took deliveries of new buildings
with more capacity to come with the 2nd
Half. Unfortunately, there will not be any
surge in import cargo to fill inventory as
inventory levels are reportedly back to normal
now. Almost all economic indicators are yet to
reflect signs of recovery within the foreseeable
future. In particular, home sales, automotive
sales, and the job-less ratio are indicative that
it may take years to bounce back to the levels
enjoyed prior to the Great Recession. Hence,
our business plan for the 2nd Half FY
is designed in line with these specific
assumptions. Our 1st Half results were good,
but our 2nd Half outcome most likely will
not be as favorable. The budget for
“Almost all economic indicators
are yet to reflect signs of recovery
within the foreseeable future.
In particular, home sales,
automotive sales, and the
job-less ratio are indicative
that it may take years to bounce
back to the levels enjoyed
prior to the Great Recession.”
TPS/AW/SINA/TAS combined for the 2nd
Half reflects a very marginal profit versus about
$70M profit for the 1st Half. As you can see, an
anticipated downward trend in liftings and
revenue is taken into consideration with our
2nd Half budget, and thus the number is
achievable unless unexpected issues occur. With
this in mind, I earnestly request each of you to
perform your assigned duties well and remain
by me to successfully achieve this 2nd Half
budget without fail.
Feeling Better
In this second “K” Files message to you, let
me introduce a bit of magic to help you feel
better during those times when you are facing
an uneasy situation in performing your job
within “K” Line. Some 25 years ago, I was
summoned to The Japanese Shipowners’
Association from “K” Line Tokyo to serve for
three years within the International Affairs
Department. Much to my surprise, this
assignment was somewhat boring in dealing
with various international maritime issues
which are governed by UNCTAD and other
organizations. Working for the benefit of the
entire shipping industry was fine enough, but
the objectives were too vague for me to
motivate myself when compared to my earlier
challenges day by day at “K” Line. One day I
was grumbling about this so my boss at the
time took me to dinner that same evening.
Over our meal together he said: “Yes, our jobs
are sometimes boring, sometimes painful, and
many times frustrating. That is why you
received regular paychecks as compensation. If
you are enjoying your job, you should pay the
company in appreciation.” Whenever I feel
frustrated with my work, I try to remember
his words which always make me feel better.
Try this magic when you are feeling down – it
will also work for you.
Enjoy the nice autumn weather after
such a hot summer.
Sincerely,
Takashi (Sam) Saeki
President & CEO
“K” Line America, Inc.
P.S.
Anybody who is enjoying working with
us at “K” Line is kindly requested to return
your paychecks to my attention at Richmond
headquarters by the end of each month.
Just kidding!
(continued from page 1)
What’s New In Birmingham?
on the route that the Speedway uses. The
route is 300 miles (about half a day) shorter
than the BNSF route. A product was
developed by the railroads this year and, as
of mid-September, “K” Line started using
the newly developed Speedway product
serving Birmingham.
We’re beginning small compared to lines
2
who have had a direct rail presence into
Birmingham for years, but we’re hopeful and
are working hard to grow our market there
in the 2011 service contract season. NS’s
confidence in the outlook of Birmingham
has resulted in their securing funds to break
ground on a new facility in early 2011,
scheduled for opening in 2012.
This vibrant, beautiful city is nestled in
the rolling foothills of the Appalachian
Mountains. Birmingham is ranked as one
of the most important business centers in
the Southeast. It is situated with both
north/south and east/west interstate access
and rail access by the major U.S. railroads.
As a major transportation hub that is
experiencing population growth, a strong
automotive assembly and manufacturing
presence, and a growing distribution base,
Birmingham is a great place for “K” Line to
serve for our customers.
Contributed by Dave Daly – KAM RIC
C I R C L E
Universal Warehouse Co. Improves Customer
Satisfaction by Providing Real-time Inventory
Visibility Through Warehouse Automation.
W
ith the introduction of barcode
technology almost two decades ago,
the barcode has now become the core
automation feature of modern warehouses
and distribution centers. When barcodes are
used in conjunction with Radio Frequency
transmitting and a Warehouse Management
System (WMS) this technology can
dramatically increase inventory accuracy and
streamline warehouse operations. The
Universal companies provide that strategic
link in the KLTL supply chain, once the
import containers depart from a marine
terminal and the customer’s merchandise is
devanned and staged for order fulfillment
and outbound shipments.
Universal Warehouse Co. (Long Beach,
CA and Auburn, WA) have implemented a
new Warehouse Management System from
Datex Corporation, called “FootPrint”,
whose primary purpose is to control the
movement and storage of materials within
the warehouse. The system also provides
multiple value-added services, designed to
attain the highest level of production,
throughput, and order fulfillment. It provides
complete functionality and automation in all
the areas of the warehouse such as receiving,
3
put away, inventory control, picking, packing,
outbound shipping, cross docking, and
transloading in conjunction with inventory
visibility to our KLTL customers via UWC’s
Datex web portal.
The system uses Radio Frequency and
Barcode Technology to capture information
in real-time eliminating the use of pen and
paper and providing customers with fast and
accurate information. Radio Frequency
allows the system to update process-stages as
they occur, eliminating the delay between the
front office and the warehouse floor. As soon
as an order is received, picked, or shipped,
the system updates the information in the
database confirming to the customer that the
updated status has been achieved.
The use of bar-code scanning and
mobile computing greatly reduces the
possibility of
errors in data
capture and
enhances the
speed of order
processing.
Mobile computers are also used throughout the facility
to communicate to users the tasks and
operations that need to be completed, the
location of merchandise and the quantities.
This allows personnel to confirm the
completion of each task before moving onto
the next. The data can be communicated
electronically to customers via xml, csv,
ASCII x12 using EDI, ftp, http or email.
(continued on page 4)
C I R C L E
Century Richmond Welcomes Back Bill McGough
after Five Year Tenure in Asia.
I
n February, Bill McGough returned to the
United States to head up Century
Distribution Systems’ Sales and Account
Support efforts in North America. Bill
replaces Tim Craig, who transferred to
KAM’s Liner Marketing and Pricing
Department after working with Century for
eight years in various roles.
Prior to assuming his present duties
as Vice President of Sales and Account
Support, Bill was based in Hong Kong, first
as Assistant Director and, then, as DirectorAsia for Century. During his five years in
these positions, Bill oversaw all of Century’s
operations from the Indian Sub-Continent
to Japan. The primary responsibilities of these
jobs were operational and administrative,
basically to ensure that Century’s team in
Asia provided uniform, quality services
according to customer specifications across
the region. On the face of it, this sounds
simple enough. It wasn’t! Bill faced constant
challenges as he managed a very large staff
over a broad geographic area, balancing the
(continued from page 3)
Universal Warehouse Co.
The web portal referred to as the
e-Portal, is fully integrated into the
Warehouse Management System. It works as
an extension of the system providing our
customers an additional resource for
accessing information about their products
and inventory anytime and anywhere, as well
as the ability to place their outbound
shipping orders based upon their actual
inventory. With this tool, our customer can
have full visibility and control of their
inventory, orders and access to various
activity reports on their own computer. This
enables customers to finalize sales and place
merchandise orders quicker – in a real time
environment.
In order to accomplish this level of
automation, locations were bar-coded with
4
Bill McGough
need to satisfy both customer requirements
and local regulations along the way. His
efforts left Century with an even stronger
network in our prime market than the one
he inherited.
In addition, Bill got involved in many
a Radio Frequency network installed
throughout the 230,000 sqft Long Beach
warehouse (and its 20-acre container yard)
and at the 148,000 sqft Auburn facility. Bar
code reflective signs were suspended from the
30 ft ceiling with sufficient clearance for
special projects. Examples included a DC
Bypass program for a “bricks and mortar”
retailer and a hub consolidation program in
China for a major industrial supply company.
Bill built these programs from the ground up,
assembling the various resources necessary to
turn concepts into reality. Bill also played a
key role in expanding Century’s network in
the region. He oversaw the opening of four
new offices in China during his tenure.
Prior to his time in Asia, Bill spent three
years with Century in North America and
secured several large customers who are still
with Century today. Before joining Century,
he worked for over seven years with APL
Logistics and DCL.
Bill will put all of the knowledge and
experience he acquired in Asia to work in
his new role in North America. We believe
that his detailed understanding of origin
operations will be invaluable to our efforts to
expand our business in the years ahead.
Contributed by Mark Gorman – CDS RIC
stacking freight and are used for identifying
the pallet position locations. The initial
process of transitioning customers is done
by taking a complete physical inventory
count to synchronize the materials/items and
locations into the FootPrint system.
Bar-coded “license plates” are applied at
pallet/carton level in order to scan freight
upon receiving, putaway and shipping.
With the implementation of FootPrint,
we are able to handle accounts with large
inventories with the same ease as customers
with smaller pick-pack inventories and
shipping to multiple destinations. UWC and
UWC-NW are capable of providing modern
warehousing Bar Code technology in this
wireless RF environment and customers
benefit with increased efficiencies in receiving,
putaway, picking, shipping and inventory
counting.
Contributed by Shamila Mustafa, Christine Robinson
and Rich Ferguson of UWC Long Beach.
A I R
C A R G O
U P D A T E
The Obama Administration’s Export
Control Reform Announcement.
O
n August 31, the White House
announced its plan to reform both the
policy and process for controlling the export
of militarily sensitive commodities and
technologies in the Bureau of Industry and
Security (BIS) Annual Update 2010
Conference at Washington, D.C. via video
message presentation. (http://www.bis.doc.
gov/index.htm).
As the first President ever to speak in
detail about export controls to a group of
export executives, President Obama underscored the importance of the reform program
at the highest level of the White House
concerning both National Security and
Economy issues. As much as Health Reform
affected and changed the health insurance
industry, this Export Control Reform may
change the paradigm in the export business
community, especially for export shipments
required licenses from various United States
government agencies. While President
Obama enumerated four main points of the
plan – the four singularities – he emphasized
the administration’s broader agenda of
improving the economy and creating jobs
through increased exports.
Due to National Security reasons after
the 9/11 terrorist attack, the current system
has evolved needlessly complicated and
created counterproductive standards for
controlling exports. The United States’
export control system has long been in need
of reform. America’s allies and overseas’
legitimate buyers find it difficult to work
with U.S. government and industry partners
to develop, procure, and, ultimately, operate
advanced weapons systems in a cooperative
fashion. Consequently U.S. industries and
exporters are at a disadvantageous position in
marketing their products to even close and
reliable allies. Therefore, the U.S. economy
and business has lost competitiveness and
5
jobs in related industries. Many believe it
was long overdue to make this Export
Control Reform.
The administration’s goal is to have a
single control list that incorporates both
military and commercial goods that require
licensing, a single agency to issue licenses,
a single enforcement agency, and a single
computer system to manage the control list.
(See sidebar below.)
President Obama’s address can be found
at: http://www.whitehouse.gov/the-pressoffice/2010/08/30/video-remarks-president-
department-commerce-annual-exportcontrols-updat
The remarks by the President that were
delivered via videotape on August 31, at the
Department of Commerce’s Annual Export
Controls Update Conference in Washington,
D.C. are on page 6.
Also, a speech by Department of
Commerce Secretary Gary Locke can be
found at: http://www.bis.doc.gov/news/2010/
seclocke_bis_update_remarks .htm
Attended and contributed by John Jeong – KLLUSA
1. With this export control reform initiative, the United States government will have
a single set of licensing policies.
2. The U.S. government will create a single agency to issue licenses and an Export
Enforcement Coordination Center to coordinate and strengthen enforcement
efforts across all relevant departments and agencies.
3. ll agencies will transition to a single IT system, making it easier for exporters
to seek licenses.
President Obama’s Remarks on the Export Control Reform Announcement.
“Hello everyone. I’m sorry I’m not able to be with you in person
today, but I’m pleased to have the chance to join you by video to talk
about our Export Control Reform Initiative.
About a year ago, we launched a comprehensive review of our
export controls and determined that we need fundamental reform
in all four areas of our current system – in what we control, how we
control it, how we enforce those controls, and how we manage our
controls. I want to thank Secretary Locke, Secretary Gates, Secretary
Clinton and many others for their work on this initiative. And, today,
I want to highlight the key elements of our new approach and the first
steps toward its implementation.
For too long, we’ve had two very different control lists, with
agencies fighting over who has jurisdiction. Decisions were delayed,
sometimes for years, and industries lost their edge or moved abroad.
Going forward, we will have a single, tiered, positive list – one which
will allow us to build higher walls around the export of our most
sensitive items, while allowing the export of less critical ones under less
restrictive conditions.
In the past, there was a lot of confusion about when a license was
required. It depended on which agency you asked. Now, we will have
a single set of licensing policies that will apply to each tier of control,
bringing clarity and consistency across our system.
In addition, I plan to sign an Executive Order that creates an
Export Enforcement Coordination Center to coordinate and strengthen
our enforcement efforts – and eliminate gaps and duplication – across
all relevant departments and agencies.
Finally, right now, export control licenses are managed by multiple,
different IT systems or, in some cases, even on paper. Going forward,
all agencies will transition to a single IT system, making it easier for
exporters to seek licenses and ensuring that the government has the full
information needed to make informed decisions.
While there is still more work to be done, taken together, these
reforms will focus our resources on the threats that matter most, and
help us work more effectively with our allies in the field. They’ll bring
transparency and coherence to a field of regulation which has long
been lacking both. And, by enhancing the competitiveness of our
manufacturing and technology sectors, they’ll help us not just increase
exports and create jobs, but strengthen our national security as well.
All of this represents significant progress. And, as we implement
these reforms and take further steps – including working to create a
single licensing agency – I look forward to working with both Congress
and the export control community to ensure their success. Thank you.”
My Kind of Town, Chicago Is.
I
n searching through song titles to spice up
this article about “K” Line’s new operation
in Chicago, I wasn’t disappointed in the
number of Chicago songs available to choose
from. From megahits like the Super Bowl
Shuffle (song and video by ’85 Chicago Bears
football team) to lesser known songs like
We’re All Crazy In Chicago and On a Freezing
Chicago Street to epics like Bad, Bad Leroy
Brown, there are many songs about Chicago.
With all the choices out there I think the
song made famous by Frank Sinatra is the
most appropriate choice. “K” Line’s Kind of
Town, Chicago is.
“K” Line handles a lot of containers
through Chicago, by far “K” Line’s largest
inland hub. Over a third of our rail traffic
is either destined to Chicago or originates
there. Another large portion of our business
just moves through the city as Chicago is
used as an interchange point where the
Western railroads connect with the Eastern
railroads.
This summer the Union Pacific (UP)
opened a new 500-acre intermodal terminal
in Chicago called Joliet Intermodal Terminal
(or more commonly known as Global 4).
6
Global 4 rounds out a series
of terminals UP operates in
Chicago and resolves existing capacity constraints UP
has had while also meeting
UP’s growth requirements
long into the future.
While “K” Line will
continue handling cargo
through Global 2 in
Northlake, IL and Global 3
in Rochelle, IL, we’ve
transitioned the majority of
our business to this new,
state-of-the-art facility with Aerial view of the UP Global 4 facility.
its strategic location. The
terminal is located with close access to endemic. By the end of the month, “K” Line
Interstates 55 and 80, is next door to BNSF’s had finished the transition and was operating
JIT facility, and is in the heart of Chicago’s business as usual.
expanding network of distribution centers.
Implementing service at Global 4
The facility opened on August 1 with required the effort of staff throughout our
“K” Line beginning our transition on that organization in virtually every department.
day. UP’s operation and “K” Line’s transition Congratulations to everyone on a job well
to Global 4 has gone very smoothly with done, as this was a major change that
“K” Line and UP responding to the limited happened seamlessly and successfully for
problems that did surface very quickly in “K” Line and our customers.
order to resolve them before they became
Contributed by Dave Daly – KAM RIC
C U S T O M S
M
C O R N E R
Global Customs Requirements
Continue to Increase.
any of you may be familiar with the
changes faced by the shipping industry in December 2003 when U.S. Customs
and Border Protection implemented the
Trade Act of 2002. The regulation provides
for advance manifesting requirements for
cargo imported into, or moving in-transit
through, the United States. It is most commonly known as the US24Hour Rule, so
named for the requirement to submit the
manifest data to U.S. Customs and Border
Protection no less than 24 hours prior to the
vessel arrival at the load port.
This was just the beginning, as in April
2004 the Canada Border Services Agency
implemented a very similar program for
advance manifest requirements known as the
CA24HR Rule. Next, in September 2007
Mexico Customs also implemented an
advance manifesting regulation known as the
MX24HR Rule.
The individual customs agencies review
the manifest data, each using their predefined risk assessment protocols to determine if the cargo is acceptable to be loaded
onboard the vessel calling their country. The
customs agency may issue a Do Not Load
Hold instruction for a particular Bill of
Lading, and require additional information
before the hold will be removed.
Continued threats of terrorism and
heightened security concerns have prompted
other countries to begin defining their own
advance manifest risk assessment requirements and systems. In December 2009,
China customs implemented their advance
manifest requirement for all cargo destined
for the Shenzhen region, with the intention
to expand to all customs regions. This is
known as the CN24HR Rule. KAM has
been sending all data for all regions since
January 2010.
On January 1, 2011, the European
7
Union Customs Commission will require
advance manifest data to be submitted for all
cargo imported into, or moving in-transit
through any EU member state. This is
known as the EU24HR Rule. There are currently 27 EU member states: Austria,
Belgium, Bulgaria, Cyprus, Czech Republic,
Denmark, Estonia, Finland, France,
Germany, Greece, Hungary, Ireland, Italy,
Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Poland, Portugal, Romania,
Slovakia, Slovenia, Spain, Sweden, and
United Kingdom.
So, what exactly do the new CN and EU
24HR Rules mean for our export customers?
And what are the impacts to the National
Operations Service Center (NOSC) Export
Vessel Close and Documentation processes?
See the sidebar below.
The NOSC Import Teams were not left
out of the fun either. U.S. Customs and
Border Protection has strengthened its
import reporting requirements and increased
its exam processes. Beginning January 2010,
all shipments imported into, or moving intransit through the United States must have
an Importer Security Filing submitted. These
are known as the ISF10 for import cargo,
and ISF5 for in-transit cargo. U.S. Customs
and Border Protection has also increased the
Non Intrusive Exam (X-Ray) of containers,
moving toward the goal of 100% container
screening.
As you can see, customs regulations
are rapidly changing all over the world –
resulting in a safer, more secure supply chain.
Contributed by Stephani Yogi - KAM RIC
Export Customers:
• For shipments loading in the U.S. or Canada destined to China or any of the EU member
states, our export customers must provide the complete Bill of Lading (BL) instructions to
KAM’s Documentation Department in Richmond before cutoff or the shipment will be
rolled.
NOSC Export Teams:
• Establish and enforce Documentation cutoff, and enforce a No Doc No Load policy for cargo
to the destination countries.
• Finalize BL data in the Global Application system (GApp) and submit the manifest data to
the destination customs agency no less than 24 hours prior to the vessel arrival at the load
port.
• Manage customs responses such as data acceptance and 24 hour clock start date/time, BL
data rejections, and Do Not Load Hold messages.
• Reconcile Booking and BL data to identify loading candidates.
• Identify cargo that cannot load due to missing or late manifest, or Do Not Load Holds.
Communicate with Richmond Planning and Liner Operations and local offices to ensure
cargo is not loaded.
“K” Line Canada Ltd. Receives
Blue Circle Award.
T
he fifth
annual
JOC Canada
Maritime
Conference
took place in
Montreal on
September
14–15, and
“K”
Line
Canada, Ltd.
was honored.
The Port Metro Vancouver presented the
Blue Circle Award. Lark Ford, Sales
Manager, “K” Line Canada, Ltd. represented
the company and accepted the award.
This EcoAction Program promotes
attainable emissions reduction goals for
ocean-going vessels that enter the port. It was
formerly called the Differentiated Harbour
Dues Program. According to Port Metro
Vancouver, the title Blue Circle Award is
derived from:
• The ‘circle’ being nature’s perfect shape
— having no beginning and no end, it
elegantly symbolizes sustainability.
• ‘Blue’ is symbolic as we live on a blue
planet, with the importance of three fourths
of the globe being composed of ocean
becoming more and more evident.
Contributed by Lark Ford – KLC MTL
Accepting certificates at the Conference: (Left to Right):
David Cardin, President, Maersk Canada; Lark Ford, Sales
Manager, “K” Line Canada; Holger Oetjen, Senior Vice
President, Hapag-Lloyd; and Peter Xotta, Vice President,
Planning & Development, Port Metro Vancouver.
8
Port Metro Vancouver Launches Blue Circle Award for
Shipping New award honours cleanest port-users.
Port Metro Vancouver is launching its new Blue Circle Award for the EcoAction
Program for Shipping, a user-friendly financial incentive for shipping lines that reduce
emissions of their ocean-going vessels. A global leader in Port sustainability, Port Metro
Vancouver is committed to working with its customers and industry stakeholders to
achieve reduced air emissions and a smaller carbon footprint.
“Long-term sustainability is a top priority for Port Metro Vancouver,” said Robin
Silvester, President and Chief Executive Officer of Port Metro Vancouver. “Our
EcoAction Program for Shipping is a unique way of encouraging cleaner ships to our
gateway. The Blue Circle Award is in recognition of the EcoAction program participants’ commitment to environmental stewardship,” he said.
Port Metro Vancouver emissions reduction programs have received international
acclaim, having been awarded the Globe 2010 ecoFreight Award for Sustainable
Transportation. The Port has also been credited for its Air Action Program, having been
nominated for the International Sustainable Shipping Award. The Port has also brought
shore power to Canada Place making 2010 the first eco-friendly cruise season.
Under the EcoAction Program for Shipping, formerly known as the differentiated
harbour dues program, vessels that qualify will be eligible to receive the newly established Blue Circle Award, a recognition reserved for only the highest emissions reduction achievements. The Blue Circle Awards honor gold, silver or bronze ratings based
on efforts to reduce air emissions, depending on the quality of fuel used and overall
emission reductions. Vessel operators can apply for the program at each call or provide
an annual declaration for their vessels.
“I am pleased to acknowledge the ongoing efforts of Port Metro Vancouver as they
provide incentives for industry to reduce their carbon footprint and air emissions,” said
John Yap, Minister of State for Climate Action. “Greening our tourism industry is an
important step in the right direction and is good news for Vancouver, and all Port users
and I applaud the efforts of the shipping lines being honored today with the Blue Circle
Award.”
By awarding the Blue Circle Award, Port Metro Vancouver acknowledges industry
commitment to Port sustainability.
This year’s recipients are:
• Holland America Line
• Hapag-Lloyd (Canada) Inc.
• “K” Line Canada Ltd.
• Maersk Canada Inc.
• Princess Cruises
• Regent Cruise Line
• Seaboard International Shipping Company Limited
• SilverSea Cruises
• Westwood Shipping Lines
“ V I S I T I N G ”
A U T H O R
My Aunt’s Gift.
Margaret Swor – KAM CLV
I
grew up during the 1950’s in Cleveland,
Ohio. My family and I lived within an East
European community, where daily life had
very little to do with the world beyond its
streets, but I knew I could travel far beyond
those streets.
I had my books with stories of King
Arthur, the Arabian Nights, fairy-tale stories
with strange creatures and people. With my
imagination, I would enter their world. I
would fight dragons and dance with the
fairy-tale princesses and princes. So much
of me wanted their world to become real. I
wanted to become a part of it all. I spent
many a summer’s day dreaming of such things.
On such a summer’s day when I was
about 8-years-old, my world changed
forever. I was playing in the backyard, when
my grandmother called me to come into the
house. My uncle was home and I was to meet
my new aunt. During this time my uncle was
in the Navy. In my imagination, I saw him
sailing the seven seas, seeking adventures,
traveling to faraway places and rescuing
beautiful princesses from evil wizards. When
he came home, he would bring me a present.
As I raced into the house, I wondered if,
since he was bringing me a new aunt, would
there still be a present? I came to a sudden
stop when I saw her!
She was standing next to my grandmother and uncle. I had never seen anyone
who looked like her, nor dressed the way she
was dressed. To an 8-year-old, she was really
strange. She seemed small as she stood next
to my uncle. Her face was round with dark,
almond shaped eyes. Her hair, worn up,
glowed from the light that seemed to fall all
around her. She wore clothes, but not like
my grandmother’s. They were more like a
long black coat with long hanging sleeves
with a red and white floral print. Around her
waist was a wide piece of red fabric, tied with
many braided cords. Her socks made it look
as if she only had two toes. Her shoes looked
like my flip-flops—only nicer. I had no idea
what I should do.
My uncle, seeing my uncertainty,
stepped forward and explained: “This is your
Aunt Yoriko. She’s from Japan.” Okay, I
9
Margaret Swor, kneeling left, and her Aunt Yoriko,
kneeling second from left, at the Fuji Club in Cleveland,
Ohio in 1959.
thought, this means nothing. I had no idea
what or where Japan was. He continued:
“Japan is an island far across the sea. My ship
sailed there, we met, fell in love and now she’s
come here to live with us.” Inside I felt
myself panicking. Live with us!? What if we
don’t like her? What if she doesn’t like us?
Even as I kept staring at her, she smiled,
bowed slightly, softly saying strange
sounding words. Well, she did sound nice.
Her smile was pretty. She was pretty. So what
if her clothes were odd? Some of the fairytale princesses I read about wore odd clothes
and they turned out to be nice. Maybe she
was like them. Maybe…
Then I understood. My Aunt Yoriko
was a fairy-tale princess. Japan was the magic
island she came from. My uncle went there
on an adventure and rescued her from an evil
wizard. Now fully understanding it all, I
smiled as I walked toward her, saying: “Hi,
will you tell me stories about where you
come from? Can we be friends?” I tried to
bow like her, only to stumble and start to
fall. She reached out, caught me, and held
me close. I looked into her eyes and saw
the love she had for me. As our eyes held,
she whispered, “I will tell you many stories.
And we will be friends.”
And, there were stories, beautiful stories.
Together, we would go to many places where
the people looked and dressed just like my
aunt and they were just as nice and kind. In
her special store, I found books with strange
writings that I knew were magic spells, that if
I could just learn to read them, I could make
the pictures come alive. My most favorite
place, though, was the Fuji Club. This was
a social meeting place for people like my
aunt. For me, it was a magical palace where
fairy-tale princesses and princes would
gather, dressed in their colorful, strange
clothes. They would talk in their magical
language while floating all around us were
mystical sounds. We ate our food with sticks.
I really liked the food- definitely not my
grandmother’s hash or oxtail soup.
Like Cinderella, I had my own ball
gown. My aunt had given me a dress much
like hers, only red with white flowers, a green
sash, socks, and red shoes. My very first pair
of red shoes! The Fuji Club was my aunt’s
world and these were my aunt’s people. I
embraced it all with love and joy. In turn this
world held me close. It became a part of me
as I became a part of it. I was accepted. I
belonged and I wanted to stay forever.
This was my first contact with the world
that existed outside my neighborhood. It was
frightening, but something deep within me
wanted to reach out, to learn, and not to be
afraid. It was my Aunt Yoriko who taught me
how to reach out. She had met someone who
was different from her, yet, she found love.
With this love she was able to step outside
her world and enter a world that was strange
and frightening. Within herself she found
strength and courage to go beyond the fear
and to find beauty and peace.
I have learned from my aunt to fill my
heart with love. With this love I found my
inner strength and courage to overcome my
fear of the unknown and, then, to begin my
journey of discovery and to become a better
person for it.
With all my heart, I love my Aunt
Yoriko, for who she is and for what she helps
me become. I will always lovingly embrace
her world, the magical island where fairy-tale
princesses and princes come from.
The Incredible Voyage: “K” Line and KAM
Sail to the U.S. Supreme Court.
T
he voyage of “K” Line and KAM to the
United States Supreme Court began on
April 21, 2005. On that day, Container
TRLU 273341, carrying a cargo of steel
molds weighing 11,000 kilos under a
“K” Line bill of lading (and an NVO bill of
lading) was part of a Union Pacific doublestack train. The train was made up of 87 cars
with four units of motive power, on its way
from California to Chicago. It was 6091 feet
long, weighed 5,673 tons, and was travelling
at 70 miles per hour when the heavy steel
cargo breached the container and fell to the
roadbed at mile post 443.0 between Pratt,
Kansas and Tyrone, Oklahoma.
The container was loaded aboard the
33d car back from the front of the consist,
and the sudden deposit of the molds onto
the roadbed derailed the 33d through the
52d cars. Debris was found on the roadbed
as far as five miles west of the point where the
derailment occurred. The UP had a major
cleanup and repair job on its hands.
How could this happen? That question is
still in litigation in cases pending in federal
district court in New York. As can be
expected, the experts for the warring parties
hold different opinions as to the cause. What
we do know is that the injection molds, used
for making plastic products, were loaded and
sealed in the container at a container freight
station in Shanghai by the Shanghai Ocean
Shipping Talley Co. Why the molds stayed
in the container all the way to the U.S.
heartland only to take their “Pratt-fall”
between Pratt and Tyrone may never be
known, but cargo interests, the UP and
“K” Line have been fighting it out for years
in courts from New York to California.
So, how did we end up in the highest
court in the land? We were defending the
integrity of the “forum clause” in ocean
carriers’ bills of lading, which in “K Line’s bill
says that all disputes under the bill must be
heard in the Tokyo District Court. But,
as you will see, there was much more to the
case than just the defense of the forum clause
– we were also protecting our status as ocean
carriers with the benefit of the liability
provisions of the Carriage of Goods by Sea
Act (COSGA), carriers who are regulated
10
solely by the Federal Maritime Commission,
not the Surface Transportation Board (which
regulates rail carriers).
Some cargo interests (or their insurers)
sued UP and “K” Line in New York but
four sued “K” Line, KAM and the UP in
California, and that California action led to
the Supreme Court. The California federal
district court dismissed the cases, finding
that the Tokyo forum clause was reasonable
and enforceable, and that UP enjoyed the
benefit of it via the “Himalaya Clause” in the
“K” Line bill of lading, which extends bill of
lading protections to sub-contractor carriers.
A non-vessel operating common carrier was
the shipper on the “K” Line waybill, but the
“K” Line long form bill of lading terms
applied to all cargo interests, which are
included in the term “Merchant” in the long
form bill of lading.
The United States Court of Appeals
for the Ninth Circuit, sitting in California,
disagreed with the district court, and held
that the forum clause could not be enforced
because a part of the Interstate Commerce
Act, known as the “Carmack Amendment,”
precluded its application. The fundamental
basis for this ruling was the Court’s view that
both “K” Line and KAM are “rail carriers,”
because they arranged for inland movement
of the cargo under the “K” Line through
bill of lading, and “K” Line equipment
(presumably meaning the container) was
used in the inland movement.
Your next question must be how could
anyone think “K” Line or KAM is a rail
carrier, when we have no cars, engines or
trackage? Well, the Supreme Court found
that a bit hard to digest as well.
“K” Line and the UP asked the Supreme
Court to review the case, and the petition
was granted, which was about a one in a
thousand chance. We did have a strong leg
up because a similar issue had been covered
in an earlier Supreme Court case, known as
the Kirby case, and there was disagreement
on the question among various federal
appeals courts. Kirby had decided whether
state law or federal maritime law applied to
an inland move under an ocean carrier’s
through bill, but did not decide the question
presented in our case, which was whether the
forum clause could be applied by the bill
of lading to the inland move under the
authorization in section 7 of COGSA, or
whether COGSA was trumped by the
Carmack Amendment, which does not allow
forum clauses.
In the Supreme Court briefing process,
the Solicitor General of the United States
took our side, while the World Shipping
Council and the International Association
of P&I Clubs, filed briefs supporting us,
because the case was very important to
the shipping community and its insurers.
We made various arguments, including arguments about the wording of the competing
statutes, but our main points were that
“K” Line and KAM are not “rail carriers”
as defined the Interstate Commerce
Commission itself, that use of a “K” Line
container for an inland move by the UP does
not make “K” Line a rail carrier under the
terms of the Interstate Commerce Act, and
that a critical term in that Act would leave
cargo interests without any court to sue in if
they sued over a through movement from
abroad. We pointed out that the Kirby rule,
that uniform application of maritime law to
all of a through movement was desirable,
applied in this case as well. Finally, we
outlined the chaos which would result from
making “K” Line (much less KAM) out to be
“rail carriers”: the FMC and the Surface
Transportation Board would collide over
regulation of through movements, utterly
inappropriate railroad statutes could come
into play, and the insurance structure would
be undermined.
(continued on page 11)
KAM Marine Operations.
A
t the very heart of our business, ships
appear to move around the world
without effort arriving in port to conduct
cargo operations before slipping back out
into the deep seas on the next voyage.
“K” Line has so many ships arriving and
departing U.S. waters each week, little
thought is given to this seemingly simple
part of our business. Yet smooth ship arrivals
and departures are the result of careful
execution of an incredibly intricate set of
procedures managed by an expert who is
usually called the agent, or boarding agent.
The agent is the first point of contact for
any Master prior to the port call. The agent
arranges the pilot, tugs, line handlers, and
communicates with the Master to insure that
all parties are on standby for the appointed
arrival time. Sometimes arrivals have to
be managed around unfavorable weather
conditions, such as heavy winds, or fog,
while at other times industry issues, such as
congestion, create schedule challenges.
Masters are reminded of local regulatory
requirements, whether it is switching to low
sulfur fuel or insuring that ballast water
reporting forms are submitted to the
regulatory agencies. Vessel access lists are
developed for vendors such as ship chandlers,
food service supply companies or repair
technicians to fix a radar, a radio or some
engine room machinery. The authorities,
from Coast Guard, to Customs, to the
Department of Agriculture, are notified and
all of their many requirements for each vessel
are coordinated and responded to.
In non-container services, such as car
carrier or bulk ships, the agent coordinates
between the chief mate (who is responsible
for cargo operations) and the stevedores. On
the bulk ship side the agent usually boards
vessels to watch the cargo hold inspections,
negotiates overtime costs and berthing
schedules, and creates and releases Bills of
Lading. Agents also deal with crew health
issues arranging crew member doctor visits in
port, or coordinating a medical evacuation of
an injured or ill seaman on the high seas.
In short, the agent’s job is to insure
everything is done so that ships get into and
out of port as quickly as possible.
11
Captain Yokomizo boarding a car carrier at Port Newark.
Considering the very high daily costs of
operating a vessel, even a one hour delay is a
costly expense, a fact that every boarding
agent is constantly mindful of. A job well
done is to get a ship in and out of port as
per schedule and at minimal cost. Trouble
shooting, problem solving, and quick thinking
to work around unexpected problems are key
skills for an effective boarding agent.
Boarding agents work long hours and are
always on call, 24/7. Their biggest pleasure is
to shake hands with the Master before departure and receive his words of “Thank you
and see you again!”
At KAM we use a combination of
sub-agents and KAM staff to handle the
agent functions. The teamwork between
subagents and KAM staff is carefully nurtured
and always subject to fine tuning. Our own
Marine personnel are dedicated, long term
employees with strong local connections in
their geographic areas. They are all experts
and they are truly one of “K” Line’s secret
weapons, working behind the scenes to insure
that our customers may have the best possible
shipping experience with “K” Line.
Contributed by Chris von Kannewurff - KAM RIC
(continued from page 10)
The Incredible Voyage.
All the Supreme Court Justices accepted
our main arguments, while Chief Justice
Roberts (an outstanding former Washington
lawyer) and Justice Scalia ( a leading light on
the Court) showed in their questioning at
the argument that they fully understood the
problems with the Ninth Circuit decision
which we laid out. All the Justices agreed that
“K” Line and KAM are not “rail carriers,”
that the Carmack Amendment did not apply
to us, and COGSA did apply under the
terms of the “K” Line bill of lading. Three
Justices dissented on the question of
application of Carmack to the UP, but that
did not dilute our victory on the main point
of interest to us.
So ended our Supreme Court voyage in
defense of COGSA. Rounds of grog were
enjoyed by all, and the case is reported in
American Maritime Cases, June 2010, at
page 1521.
Contributed by John Meade – KAM Legal Counsel
20th Anniversaries Across KAM.
Two Decades of Service for
Dave Daly.
Dave Daly proudly displays his commemorative watch.
O
n October 1, Dave Daly reached his
20th year of service with “K” Line
America (KAM). We recently celebrated
his accomplishment with Noriaki Yamaga
presenting Dave with his 20th Anniversary
commemorative watch.
Dave spent his first four years with KAM
in the Seattle office. His responsibilities
included Export Traffic and Equipment
management. His last position in Seattle was
Distribution Supervisor.
In spring of 1994, Dave accepted the
position and responsibility of Manager,
National Transportation Group (NTG).
This group was relocated to Murray Hill
headquarters in New Jersey. During his time
in Murray Hill, Dave worked to take a young
group (me included) with little or no
experience in the industry and operated
a 7-days-a-week, 24-hour-a-day operation.
In the early days, the group consisted of two
Managers and four Coordinators.
In 1996, Dave was selected to work on a
project to determine how TradeWare would
work with KAM’s transportation processes.
12
Eventually, Dave transitioned to Information
Systems Department (ISD) to work on the
implementation of TradeWare. During his
tenure, Dave worked toward the development
of the Business Process Review department.
This is when Dave’s passion (author’s note –
settled on “passion”, but some other words
that came to mind were “obsession”, “craze”,
or “zeal”) for process improvement gained
momentum within KAM.
One of the earliest process improvement
projects Dave worked on was the Intermodal
Management System. Regrettably, TradeWare
did not offer the functionality and visibility
needed for NTG nor allow Field Logistics to
efficiently dispatch and manage the North
American intermodal product. Dave worked
with a number of people to define and outline
an application that supports the effective
and efficient management of intermodal
shipments.
After three years in ISD, Dave returned
to Liner Operations in 1999 to manage the
National Logistics Group (LOG). Over the
past 11 years, Dave’s responsibilities grew
with Liner Operations to include LOG,
NTG, National Equipment, “K” Line Total
Logistics, and HazMat/Compliance/ Claims.
Today, Dave holds the position of Vice
President, Liner Operations & Product
Management. He continues to work diligently
in developing and coaching his staff.
As the past couple of years has proven
challenging for KAM, I appreciate the
opportunity to draw from Dave’s 20-years
of experience during these times. Thanks,
Dave for your time and guidance…
Congratulations!
Contributed by John Feeney – KAM RIC
20 Years for Kathy Horvath.
O
n August 26 the Information Systems
Department celebrated Kathy Horvath’s
20th anniversary with “K” Line America.
In one of those funny coincidences, Kathy
started working with me at MCC Corp.,
part of the family of “K” Line companies,
doing PC (WHAT IS PC) support in
Cranford, New Jersey. More than 10 years
later we were reunited in Richmond. Kathy
is responsible for the www.kline.com and
“KAMNET” web sites.
(continued on page 13)
Kathy Horvath and Knut LaVine celebrate her 20-year anniversary with Information Systems Department staff.
(continued from page 12)
20th Anniversaries.
A good story that you’ll need to ask
Kathy to give you the details on is how she
got stuck in the headquarters office in
Murray Hill during a huge snow storm that
caused the Governor of New Jersey to declare
a state of emergency and ban travel on the
roads. Kathy, being the resourceful person
she is, managed to scrounge food to survive
being stranded. One of many colorful stories
during her career with “K” Line America.
Congratulations Kathy on 20 years with
“K” Line America.
Contributed by Knut LaVine – KAM RIC
Natsuki Matsuura –
A 20-Year Anniversary.
become recognized as a top tier, high quality,
and most reliable carrier.
Nick’s knowledgeable logistics advice
has been well received and evaluated by
many Japanese customers who came to his
territory over the years. His dedicated work
with Southeastern VIP accounts (such as
Japanese auto manufacturers and suppliers
like Toyota Motor in Alabama and Texas,
Honda in Alabama, Denso in Tennessee, and
several others) has been well appreciated.
Nick has a new assignment with his
International Sales responsibilities. Beginning
October 1, he will add the territory of the
North Atlantic to his current Southeastern
territory. He and his family will return to
New Jersey after a 15 years absence from the
area. Nick has a lot of memories in the
NY/NJ area where he started work in the
U.S. on the 99th floor of the World Trade
Center, overlooking the Statue of Liberty
and with so many vessels sailing on the
Hudson River.
Nick and the entire Matsuura family are
loved by all of his co-workers and we will
miss them upon their return to New Jersey.
Please join me in congratulating Nick
on achieving this impressive milestone.
Contributed by Hiroyuki Morino – KAM LAX
Twenty Years at KAM for
Keiko Yamane.
K
eiko Yamane joined “K” Line America
on July 23, 1990 as a Sales Coordinator
in the KAM LAX office. Today her title
is Senior Business Analyst and she has
enjoyed working in the International Sales
Department for over 20 years.
Prior to joining KAM, Keiko worked in
the Commercial Ocean Export Department of
Nippon Express in Los Angeles for four years.
Before coming to the U.S., she graduated from
the Osaka College of Foreign Trade and
worked in Teijin Shoji for three years in Osaka.
Keiko has worked through some tough
and historic times during her 20-year tenure,
such as the 2002 LA/LB Lock-Out, as well as
the days after 9/11. Keiko loves to travel and
one of her particularly enjoyable trips was flying
to Yellowknife, Canada to take pictures of the
Aurora Borealis. Photography is one of her
main hobbies and she has documented several
KAM LAX events over the years.
Something you may not know about
Keiko is that she very creative and has
frequently been the 1st place winner of our
Halloween costume contest every year! Her
scary costumes are the best!
Keiko is loved by all of her co-workers and
hopes to work at KAM for many years to come.
Contributed by Michelle Boden – KAM LAX
Mitch Wilkes (KAM ATL) presents Natsuki Matsuura with
a watch celebrating his 20-years with “K” Line America.
N
atsuki “Nick” Matsuura joined
“K” Line America on August 16,
1990. Before that he worked at Kawasaki
Kisen Kaisha, Ltd. for 17 years, and his last
role before coming to the U.S. was with the
“K”Line Osaka branch export team to the
United States.
He worked for five years (1990-1994)
in New York, and 15 years in Atlanta,
(1995-2010). He devoted 20 years of his
professional life working in International
Sales (Japanese customers) to help “K” Line
13
Hiroyuki Morino, Keiko Yamane and Michelle Boden.
SAL Training for Sales.
WEDDINGS
R
Congratulations to David Macheska
(CDS NJ) and Vivian Shapiro on their
June 30 nuptials.
ecently, senior members of
KAM Sales gathered in
Richmond together with
the Richmond Management
Team for a one-day training
session
introducing
the
Schiffahrtskontor Altes Land
(SAL) Heavy Lift business to
KAM. Joern Schinke from
SAL’s
headquarters
in
Steinkirchen, Germany led the
six-hour training session using
PowerPoint and video material
to teach the attendees about M/V Paula carrying windmill blades.
SAL; SAL’s fleet of heavy lift
vessels; and, heavy lift operations, including sectors, as well as power plant equipment,
technical planning. A good portion of the such as reactors or turbines, or windmill
training session was spent on the commercial parts. Any heavy cargo in excess of 100 tons
aspects of the heavy lift business, including could be considered, if it fits into a vessel
common abbreviations (which are quite position, or if it is offered in adequate
different from the liner side), contract terms volume. The 14 vessels operate in a semi
and language, as well as target markets and tramp service and calls are subject to inducetarget commodities. The training was quite ment. Enough of the right type of cargo has
interesting, allowing all attendees to walk to be available in one port, in order to attract
away with a good overview of SAL and SAL’s a vessel call. Regular RORO or break bulk
business priorities.
business would not fit the target profile for
KAM Sales is now tasked with seeking SAL. If anyone runs across a business opporout genuine heavy lift opportunities for SAL, tunity that appears to fit this SAL profile,
targeting those customers who are not being please contact me for further exploration of
contacted by the dedicated SAL Team in the business opportunity.
Houston. Quite naturally the primary target
Contributed by Chris von Kannewurff – KAM RIC
cargoes are project business in the oil and gas
David Macheska and Vivian Shapiro on their wedding day.
Best wishes to Maiko and Yutaka
Uchida (KLLUSA NYC) who were married
September 5 in Yokohama.
Maiko and Yutaka Uchida.
Congratulations to Joseph Lomonaco
(CDS NJ) and his bride Dana Lynn
Henderson who wed September 11.
Two SAL vessels rafted together while working in an oil field off the coast of Australia.
14
Joseph and Dana Lynn Lomonaco.
The Wellness Corner
If you have suggestions on what you would like to see in the Wellness Corner, please send your ideas to April Covington in the
Contributed by April Covington - KAM RIC
“K” Line America, Inc. Human Resources department.
15
BABY GREETINGS
Congratulations to James and Eva Atkinson (KAM RIC) on
the March 29 birth of their son, Eddie Atkinson, who weighed
9 lbs. 4 oz. and measured 22 inches long.
It’s a boy for Cesario and Ana Martinez (KAM HOU). Arriving on
August 9, Christian Noe Martinez, weighed 7 lbs. 3 oz. and 20.5 inches long.
Best wishes to Maria and Ignacio Rodriguez (KAM LAX) on the August 11
birth of their daughter, Maya Paulina Rodriguez, who weighed 7 lbs. 5 oz. and measured
18 inches long.
On August 12, Beatrice and James Ramirez (KLLUSA CHI) welcomed the arrival of
their daughter, Marlyn Ramirez, who weighed 8 lbs. 4 oz.
Congratulations to Christine Zhang (KLC VCR) and her husband, Stephen, on
the September 15 birth of their son, Samuel Zhang, who weighed 9 lbs. 4 oz. and measured
21.25 inches in length.
Eddie Atkinson sleeping like an angel.
Maya Rodriguez with her three big sisters.
MILESTONE
ANNIVERSARIES
November
John Moore
20
Rosa Morales
20
Lisa Stone
20
Lodene Sublett
15
Yen Luc
10
Susan Perron
10
Donald Whang
10
Elizabeth Hartless
5
December
Fredy Aparicio
20
Henry Munz
20
Phoung Tang
20
Lori Hill
15
Margaret Gillis
10
Cindy Mayfield
5
Nikki Winstead
5
January
Maryanne Troyan
20
Stephani Yogi
20
Anita Arriola
10
Irma Battaile
10
Patricia Bryson
10
Joseph Lomonaco
10
Michael Wray
5
KAM SFO
KAM NYC
KAM RIC
KAM CHI
KAM RIC
KLC TOR
KLLUS LAX
KAM RIC
KLC TOR
KLC TOR
KLC VCR
KLLUS NYC
KAM RIC
KAM RIC
KAM RIC
KAM CLE
KAM RIC
KAM RIC
KAM RIC
KAM CHI
CDS NJ
KAM RIC
Equal Employment
Opportunity Policy.
Christian Martinez peering out at his new world.
Christine Zhang holding her son Samuel.
WELCOME ABOARD
Outstanding people are the key to our success. Please welcome these new employees.
July
Joshua Fields
KAM CHI
Logistics Coordinator
Heather Kieffer
KAM CHI
Account Manager
August
Joey Csapo
KAM RIC
Car Carrier Operations Analyst
Stephanie Aviles
CDS NJ
Account Support Representative
Frances Yeung
CDS WAS
Account Support Representative
Tadd Bartley
CDS RIC
Senior Application Developer
Charles Shelton
KLLUS ATL
Account & WH Agent
Yumi Yu
KLLUS NYC
Air Export Operations
Tomoka Teratani
KLLUS CHI
Air Export Operations
Jeff Rogers
KLLUS CHI
Business Development Manager
Nobuhiro Horie
KLLUS DFW General Manager
September
Karen Crawford
KAM RIC
Human Resources Generalist
16
“K” Line America, Inc. believes that every
employee has the right to work in surroundings that
are free from all forms of illegal discrimination. It is
this company’s policy that employees are provided
equal employment opportunity at all times, without
regard to race, color, sex, creed, religion, age, marital
status, national origin, disability, armed forces or
veteran status, or any other legally protected classification under state, local or federal laws.
All employees are expected to work actively to
maintain a work place which is free from illegal discrimination in all departments and at all levels of
employee relations. Employees are expected to conduct themselves in their daily activities in such a way
as to ensure that no discrimination occurs in any
action with respect to any personnel decision, including compensation, benefits, privileges, transfers,
reductions in workforce, or training.
The “K” Files is a newsletter by employees for
employees, and is edited by Corporate Human
Resources with input by many employees whom we
wish to thank. Employees are encouraged to submit
articles and pictures to Corporate Human Resources,
including marriages, births, awards, retirements, stories
from your location regarding office projects, work in
the community, etc. We’d love to hear from you!